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Course Overview

After a grounding review in basic strategy, you'll learn advanced strategy tools and techniques that are key in today's fast-changing world. We'll introduce the tools you need to understand the strategy dynamics of an industry, and to evaluate the firm’s strategy in terms of lifecycle, global competitiveness, diversification, and stakeholder analysis.

Course Methdology

Learn – practice – apply. Presentations by the consultant are interspersed with individual research, case studies, group discussion, and development of a list of strategic opportunities in the participant's organization. 

Course Objectives

By the end of the course, participants will be able to:
  • Understand how technology and big data are disrupting every industry and function.
  • Be fluent in disruption theory and know how to turn technological and market disruption into strategic advantage
  • Spot discontinuities relevant to the firm's core business
  • Understand when partnerships and joint ventures make sense and when they don't

Target Audience

Senior leaders seeking to learn the most up-to-date strategic models; to be able to lead their firms to strategic advantage; or to feel more confident in their strategic recommendations. Entrepreneurs looking to disrupt an established industry, and those in established firms anticipating such challenge. 

Target Competencies

  • Fluency in the basics of strategic thinking and the classic models
  • An understanding of the movement of expectations (Kuhn Cycle)
  • The meaning and results of disruption and discontinuity
  • The imperative of big data
  • Strategies for superior customer retention (service differentiation, branding, swiching costs)
  • Strategies for lifecycle, global competitiveness, diversification, and stakeholder analysis

Course Outline

Review of strategy basics
  • 5Cs, SWOT, Pareto, market segmentation
  • SMART objectives, Balanced Scorecards, KPIs, dashboards
  • Five Forces, PESTEL
  • Mini-cases
Strategy 2.0 – context
  • The Garbage Can Theory and the Kuhn Cycle
  • Future shock and technological disruption
  • The flat world
  • Social disruption
  • The new bottom line
  • Jim Collins: the hedgehog, the bus, ROL bullets to cannonballs, and BHAGs  
  • PEST analysis, Uberization, and AI
  • The big lies of strategic planning
  • Mini-cases
Strategy 2.0 - content   
  • Back to Kuhn: disruption and discontinuity
  • Legacy cost and the wisdom of Satchel Paige
  • Size effects: organic growth vs acquisitions
  • Strategies for superior customer retention (service differentiation, branding, switching costs)
  • Competitive lifecycle, internationalization and stakeholder analyses, and diversification
  • Black swans and discontinuity
  • System risk and the imperative of robustness
  • Case study
Big data: enormous cost, gigantic benefit 
  • Moore's law + baby iPhones = ubiquity + acceptance
  • Heightened expectations affect ALL industries and functions
  • The cost of data
  • The cost of no data
  • New jobs, new industries
  • Old jobs, old industries
  • Transform or die
Trends calling for strategic thought
  • Big data
  • Cybersecurity and risk management
  • Ubiquitious connectedness
  • Demand for greater speed, ease of use, and accessibility across industries
  • Flatter organizations 
  • Human resource transitions, including the rise of millennial, remote work, the gig economy
  • Silos – coming down 
  • People – breaking out of rigid functional identities
  • Sustainability/CSR concerns 
Disruption, discontinuity, and you
  • Identify likely suspects for disruption and discontinuity facing you or your firm
  • Find 2-3 tools useful for you or your firm to use
  • Using one tool, sketch out some strategic options for you or your firm to explore
  • Sketch out one ongoing practice to make you or your firm more robust and future-proof
Location & Dates
Call us at +971 430 8394